Can hierarchy dodge bullets? : examining blame attribution in military contracting
The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Johnson, Austin P. [verfasserIn] Geva, Nehemia - 1946- [verfasserIn] Meier, Kenneth J. - 1950- [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2019 |
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| Schlagwörter: |
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| Anmerkung: |
Literaturverzeichnis: Seite 1982-1985 |
|---|---|
| Umfang: |
1 Online-Ressource ; Illustrationen |
| Übergeordnetes Werk: |
Enthalten in: The journal of conflict resolution - Thousand Oaks, Calif. [u.a.] : Sage Publications, 1957, 63(2019), 8 vom: Sept., Seite 1965-1985 |
|---|---|
| Übergeordnetes Werk: |
volume:63 ; year:2019 ; number:8 ; month:09 ; pages:1965-1985 |
| Links: |
|---|
| DOI / URN: |
10.1177/0022002718824984 |
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| Katalog-ID: |
1672348862 |
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| 245 | 1 | 0 | |a Can hierarchy dodge bullets? |b examining blame attribution in military contracting |c Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier |
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| 520 | |a The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. | ||
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10.1177/0022002718824984 doi (DE-627)1672348862 (DE-599)KXP1672348862 DE-627 ger DE-627 rda eng RS fivr SB02 fivs SC06.01 fivs Johnson, Austin P. verfasserin (DE-588)1194103596 (DE-627)1675898553 aut Can hierarchy dodge bullets? examining blame attribution in military contracting Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier 2019 1 Online-Ressource Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Literaturverzeichnis: Seite 1982-1985 The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. 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[u.a.] : Sage Publications, 1957 63(2019), 8 vom: Sept., Seite 1965-1985 Online-Ressource (DE-627)30665735X (DE-600)1500229-9 (DE-576)08198569X 1552-8766 nnns volume:63 year:2019 number:8 month:09 pages:1965-1985 https://doi.org/10.1177/0022002718824984 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_2470 ISIL_DE-615 ISIL_DE-F197 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_2933 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 (DE-627)1756134723 RS Ohne direkten Regionalbezug Ohne direkten Regionalbezug fivr (DE-627)1756135304 SB02 Außenpolitik Internationale(s) Politik/System Außenpolitik fivs (DE-627)1756135444 SC06.01 Streitkräfte/Militärische Verbände Internationale Sicherheit/Verteidigung Wehrpotential Streitkräfte/Militärische Verbände fivs (DE-627)1756165912 (DE-615)6602016 Privates Sicherheitsunternehmen fivt (DE-627)1756210330 (DE-615)6608025 Söldner fivt (DE-627)175620859X (DE-615)6609160 Berufssoldaten fivt (DE-627)1756236348 (DE-615)6604634 Militärische Operationen fivt (DE-627)1756160716 (DE-615)6602258 Militärische Niederlage fivt (DE-627)1756222509 (DE-615)6608161 Verantwortung fivt (DE-627)1756181292 (DE-615)6604477 Öffentliche Meinung fivt (DE-627)1756221677 (DE-615)6600681 Bestimmungsfaktoren der Außenpolitik fivt (DE-627)1756191514 (DE-615)6608349 Experiment fivt AR 63 2019 8 9 1965-1985 2470 01 DE-615 3509406893 00 --%%-- --%%-- --%%-- --%%-- l01 28-08-19 2470 02 DE-F197 3509634179 00 --%%-- --%%-- --%%-- l l02 29-08-19 2470 01 DE-615 00 DEIBHSFK |
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10.1177/0022002718824984 doi (DE-627)1672348862 (DE-599)KXP1672348862 DE-627 ger DE-627 rda eng RS fivr SB02 fivs SC06.01 fivs Johnson, Austin P. verfasserin (DE-588)1194103596 (DE-627)1675898553 aut Can hierarchy dodge bullets? examining blame attribution in military contracting Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier 2019 1 Online-Ressource Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Literaturverzeichnis: Seite 1982-1985 The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. (DE-588)4112742-0 (DE-627)105834963 (DE-576)20947050X Bewachungsgewerbe gnd (DE-588)4055364-4 (DE-627)106158457 (DE-576)209113537 Söldner gnd (DE-588)4144806-6 (DE-627)105595543 (DE-576)209736720 Berufssoldat gnd (DE-588)4203217-9 (DE-627)105152595 (DE-576)210153679 Operation Militär gnd (DE-588)4062547-3 (DE-627)106131427 (DE-576)209144750 Verantwortung gnd (DE-588)4043152-6 (DE-627)104826274 (DE-576)209054492 Öffentliche Meinung gnd (DE-588)4003846-4 (DE-627)10438896X (DE-576)208852972 Außenpolitik gnd (DE-588)4062163-7 (DE-627)106133349 (DE-576)209142693 Ursache gnd (DE-588)4015999-1 (DE-627)106334530 (DE-576)20891448X Experiment gnd Geva, Nehemia 1946- verfasserin (DE-588)173184251 (DE-627)698105214 (DE-576)134034732 aut Meier, Kenneth J. 1950- verfasserin (DE-588)170520412 (DE-627)060622288 (DE-576)131399098 aut Enthalten in The journal of conflict resolution Thousand Oaks, Calif. [u.a.] : Sage Publications, 1957 63(2019), 8 vom: Sept., Seite 1965-1985 Online-Ressource (DE-627)30665735X (DE-600)1500229-9 (DE-576)08198569X 1552-8766 nnns volume:63 year:2019 number:8 month:09 pages:1965-1985 https://doi.org/10.1177/0022002718824984 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_2470 ISIL_DE-615 ISIL_DE-F197 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_2933 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 (DE-627)1756134723 RS Ohne direkten Regionalbezug Ohne direkten Regionalbezug fivr (DE-627)1756135304 SB02 Außenpolitik Internationale(s) Politik/System Außenpolitik fivs (DE-627)1756135444 SC06.01 Streitkräfte/Militärische Verbände Internationale Sicherheit/Verteidigung Wehrpotential Streitkräfte/Militärische Verbände fivs (DE-627)1756165912 (DE-615)6602016 Privates Sicherheitsunternehmen fivt (DE-627)1756210330 (DE-615)6608025 Söldner fivt (DE-627)175620859X (DE-615)6609160 Berufssoldaten fivt (DE-627)1756236348 (DE-615)6604634 Militärische Operationen fivt (DE-627)1756160716 (DE-615)6602258 Militärische Niederlage fivt (DE-627)1756222509 (DE-615)6608161 Verantwortung fivt (DE-627)1756181292 (DE-615)6604477 Öffentliche Meinung fivt (DE-627)1756221677 (DE-615)6600681 Bestimmungsfaktoren der Außenpolitik fivt (DE-627)1756191514 (DE-615)6608349 Experiment fivt AR 63 2019 8 9 1965-1985 2470 01 DE-615 3509406893 00 --%%-- --%%-- --%%-- --%%-- l01 28-08-19 2470 02 DE-F197 3509634179 00 --%%-- --%%-- --%%-- l l02 29-08-19 2470 01 DE-615 00 DEIBHSFK |
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10.1177/0022002718824984 doi (DE-627)1672348862 (DE-599)KXP1672348862 DE-627 ger DE-627 rda eng RS fivr SB02 fivs SC06.01 fivs Johnson, Austin P. verfasserin (DE-588)1194103596 (DE-627)1675898553 aut Can hierarchy dodge bullets? examining blame attribution in military contracting Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier 2019 1 Online-Ressource Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Literaturverzeichnis: Seite 1982-1985 The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. (DE-588)4112742-0 (DE-627)105834963 (DE-576)20947050X Bewachungsgewerbe gnd (DE-588)4055364-4 (DE-627)106158457 (DE-576)209113537 Söldner gnd (DE-588)4144806-6 (DE-627)105595543 (DE-576)209736720 Berufssoldat gnd (DE-588)4203217-9 (DE-627)105152595 (DE-576)210153679 Operation Militär gnd (DE-588)4062547-3 (DE-627)106131427 (DE-576)209144750 Verantwortung gnd (DE-588)4043152-6 (DE-627)104826274 (DE-576)209054492 Öffentliche Meinung gnd (DE-588)4003846-4 (DE-627)10438896X (DE-576)208852972 Außenpolitik gnd (DE-588)4062163-7 (DE-627)106133349 (DE-576)209142693 Ursache gnd (DE-588)4015999-1 (DE-627)106334530 (DE-576)20891448X Experiment gnd Geva, Nehemia 1946- verfasserin (DE-588)173184251 (DE-627)698105214 (DE-576)134034732 aut Meier, Kenneth J. 1950- verfasserin (DE-588)170520412 (DE-627)060622288 (DE-576)131399098 aut Enthalten in The journal of conflict resolution Thousand Oaks, Calif. [u.a.] : Sage Publications, 1957 63(2019), 8 vom: Sept., Seite 1965-1985 Online-Ressource (DE-627)30665735X (DE-600)1500229-9 (DE-576)08198569X 1552-8766 nnns volume:63 year:2019 number:8 month:09 pages:1965-1985 https://doi.org/10.1177/0022002718824984 Resolving-System Volltext GBV_USEFLAG_U GBV_ILN_2470 ISIL_DE-615 ISIL_DE-F197 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_121 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_2933 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 (DE-627)1756134723 RS Ohne direkten Regionalbezug Ohne direkten Regionalbezug fivr (DE-627)1756135304 SB02 Außenpolitik Internationale(s) Politik/System Außenpolitik fivs (DE-627)1756135444 SC06.01 Streitkräfte/Militärische Verbände Internationale Sicherheit/Verteidigung Wehrpotential Streitkräfte/Militärische Verbände fivs (DE-627)1756165912 (DE-615)6602016 Privates Sicherheitsunternehmen fivt (DE-627)1756210330 (DE-615)6608025 Söldner fivt (DE-627)175620859X (DE-615)6609160 Berufssoldaten fivt (DE-627)1756236348 (DE-615)6604634 Militärische Operationen fivt (DE-627)1756160716 (DE-615)6602258 Militärische Niederlage fivt (DE-627)1756222509 (DE-615)6608161 Verantwortung fivt (DE-627)1756181292 (DE-615)6604477 Öffentliche Meinung fivt (DE-627)1756221677 (DE-615)6600681 Bestimmungsfaktoren der Außenpolitik fivt (DE-627)1756191514 (DE-615)6608349 Experiment fivt AR 63 2019 8 9 1965-1985 2470 01 DE-615 3509406893 00 --%%-- --%%-- --%%-- --%%-- l01 28-08-19 2470 02 DE-F197 3509634179 00 --%%-- --%%-- --%%-- l l02 29-08-19 2470 01 DE-615 00 DEIBHSFK |
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10.1177/0022002718824984 doi (DE-627)1672348862 (DE-599)KXP1672348862 DE-627 ger DE-627 rda eng RS fivr SB02 fivs SC06.01 fivs Johnson, Austin P. verfasserin (DE-588)1194103596 (DE-627)1675898553 aut Can hierarchy dodge bullets? examining blame attribution in military contracting Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier 2019 1 Online-Ressource Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Literaturverzeichnis: Seite 1982-1985 The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. 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10.1177/0022002718824984 doi (DE-627)1672348862 (DE-599)KXP1672348862 DE-627 ger DE-627 rda eng RS fivr SB02 fivs SC06.01 fivs Johnson, Austin P. verfasserin (DE-588)1194103596 (DE-627)1675898553 aut Can hierarchy dodge bullets? examining blame attribution in military contracting Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier 2019 1 Online-Ressource Illustrationen Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Literaturverzeichnis: Seite 1982-1985 The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. 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Can hierarchy dodge bullets? examining blame attribution in military contracting |
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can hierarchy dodge bullets?examining blame attribution in military contracting |
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Can hierarchy dodge bullets? examining blame attribution in military contracting |
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The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. Literaturverzeichnis: Seite 1982-1985 |
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The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. Literaturverzeichnis: Seite 1982-1985 |
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The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. We use a survey experiment to test public blame attribution associated with a failed military operation that was conducted by either regular or private military personnel. Our findings suggest that there are multiple mediating pathways in the process of attributing blame in foreign policy. Furthermore, our findings suggest that contracting out military functions to a PMC can damage perceptions of performance, perhaps increasing blame attribution by the public. These impacts on the attribution of blame suggest that PMCs are viewed as inferior service providers by the mass public and politicians will be held accountable, directly or indirectly. Implications from our study add to the discussion on the outsourcing of military capacities which are rapidly expanding in the Western world. Literaturverzeichnis: Seite 1982-1985 |
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<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">1672348862</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20210611183607.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">190828s2019 xx |||||o 00| ||eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1177/0022002718824984</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)1672348862</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)KXP1672348862</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">RS</subfield><subfield code="2">fivr</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">SB02</subfield><subfield code="2">fivs</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">SC06.01</subfield><subfield code="2">fivs</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Johnson, Austin P.</subfield><subfield code="e">verfasserin</subfield><subfield code="0">(DE-588)1194103596</subfield><subfield code="0">(DE-627)1675898553</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Can hierarchy dodge bullets?</subfield><subfield code="b">examining blame attribution in military contracting</subfield><subfield code="c">Austin P. Johnson, Nehemia Geva, and Kenneth J. Meier</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2019</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource</subfield><subfield code="b">Illustrationen</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">Literaturverzeichnis: Seite 1982-1985</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">The increased outsourcing of national security endeavors to private military companies (PMCs) raises questions concerning public evaluations of their performance and the extent to which government officials are held accountable. 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